The organisations Living Well, Working Well ethos actively promotes home and remote working. Communicating well with colleagues is key to its success. There are 13 different channels of communication, from face to face through Yammer as well as traditional phone/e-mail channels.
London & Partners state their vision, mission and strategy in all of their core documents and reinforce them regularly.
Employees at Age Well East are provided with opportunities for personal development through Reflective Practice sessions and one-to-one meetings, where they can express their interest in specific training or skills enhancement.
The organisation prioritises employee wellbeing by offering an Employee Assistance Programme, wellbeing seminars and maintaining a menopause policy. This demonstrates its commitment to supporting employees in managing work-life balance and personal health.
Leadership at Age Well East is characterised by transparency and regular communication with the team. Monthly updates from the CEO and an open-door policy from leaders create a supportive and engaging work environment.
Oryx Align supports personal growth by providing a variety of training courses through Udemy licenses and internal training sessions. The company's focus on individual development plans and the promotion of internal talent underscores its commitment to growth.
In addition to private healthcare and pension contributions, Oryx Align supports its employees through financial contributions to help with energy bills. This commitment to fair treatment extends to free financial advice through its partnership with Schroders.
Oryx Align's leadership team ensures transparency and alignment through regular company update meetings, led by the CEO. The company's values are reinforced through a 'Living our Values' award at the annual awards ceremony.
The organisation offers a variety of development opportunities, including internal training sessions, mentoring programmes, and specific manager training. It encourages employees to create individual development plans, fostering a culture of continuous learning and growth.
Managers at Skills for Care are equipped with training in Compassionate Leadership and benefit from the support of People and Development Partners. The company ensures that managers are well-prepared to support their teams, fostering an environment of trust and care.
Skills for Care promotes team spirit through regular meetings and social activities, alongside team development days focused on charitable activities. The organisation recognises the importance of building strong, supportive relationships within teams, fostering a sense of belonging and camaraderie.
Open GI champions a blended learning approach. It believes development happens in everyday interactions, not just through formal learning. Employees are encouraged to be insightful and make the most of every opportunity. The company’s personal growth resources include webinars and podcasts, as well as a wide range of content on its learning management system.
Wellbeing initiatives have continued to take place as part of a calendar of events. There have been initiatives centring around blood pressure, grief and loss, ADHD and Mental Health Awareness Week, amongst other important issues. There have also been improvements to the wellbeing section on the company intranet.
The company hosted a "sustainability day" to raise awareness about how employees can be more eco-friendly, inside and outside work. During the event, Open GI launched its electric vehicle and hybrid car leasing scheme, through which employees can buy an EV or hybrid vehicle at a reduced price through salary sacrifice.
Employees enjoy a morale-boosting 'office dog day' where one owner brings their pet to meet the team. Staff also benefit from a health cash plan, employee assistance programme and full health checks from a local gym. The team is scheduled to return before year end to check progress and celebrate employee achievements.
From meals out to charity challenges, meet-ups are planned in advance to ensure everyone can make them. There's a Town Hall every quarter for business updates, staff awards, food and social time. And Christmas and summer events, including a ball, encourage colleagues and their partners to catch up and let their hair down.
There's a generous annual budget for learning and development, and employees are encouraged to request any training they believe would benefit their roles, from degrees to professional courses. And the company works with staff with specific career aspirations to formulate career pathways and development plans.
Employees benefit from regular communications and opportunities for feedback. 'The Loop' is sent out weekly, and there's a dedicated employee forum and monthly' virtual coffees' where the leadership team gives updates and answers questions. The Chief Executive leads an annual Town Hall reinforcing key principles, thanking colleagues and celebrating successes.
Employees who recommend a successful hire get £250 three months after the new recruit starts – £500 if the starter is in a more senior position. And awards are also made to team members who successfully recommend somebody for a temporary or fixed-term vacancy. They get £50 in shopping vouchers.
All employees get dedicated time with their line manager for two annual performance development reviews. All staff have access to online learning, and the organisation is undertaking a learning needs analysis to capture CPD for each directorate and any informal coaching needs. It also plans to introduce an accredited management development programme.
Its new Consultus Way of Working (WoW) encourages proactive communication between teams. It is a collection of tried and tested tools and techniques to help its business encourage continuous improvement. It covers everything from first-time managers struggling to set their team objectives to implementing RACI as part of project delivery.
Consultus has many success stories such as Alison’s. Since starting as a receptionist, she has had several promotions, and she now holds a director position at the company. "Working for Consultus provides huge opportunity for its employees and I am living proof that through hard work, focus, and determination the sky is the limit.”
Consultus supports many charities such as Hope Against Cancer. More recently, it became involved in clean and green schemes in Leicester city centre and became a sponsor of Maidenhead United Football Club and attends match days to raise more money for Hope Against Cancer, raising over £500.
It has action groups such as S.H.E Champions, a charity committee, and a wellness group which actively engage employees in activities and projects aimed at promoting wellbeing, diversity, charitable endeavours, and overall health. It also provides access to Medigold Occupational Health Support, offering employees valuable resources for managing their health.
Employees are encouraged to create a Personal VTO (Vision Traction Organiser), outlining their personal and career aspirations for the next one to five years. This document serves as the basis for a discussion with their manager, and any necessary training opportunities or flexible work arrangements required to support their personal objectives are identified and prioritised.
Voted for by staff, Dura’s local, environmental, and national charity partners are close to employee hearts. For 2023-2024, it has chosen to fundraise to support the work of EACH (East Anglia Children’s Hospices), Essex Wildlife Trust, and MIND. It also holds regular upcycling days and other well-publicised events to raise awareness of these charities.
Staff have highly rated the company's wellbeing and coaching service in supporting their mental health, resilience and stress management. Almost half have returned for a second session. Pax8 UK also offers wellness rooms to help with work-life balance and chat about personal issues. And for peace of mind, staff get private medical cover.
A dedicated 'Talent Enablement and Development Department' supports staff to achieve their ambitions. Monthly competency workshops empower employees to understand the skills they have and the ones they want to develop. An e-learning platform gives access to 88,000 courses, and an internal jobs board helps staff quickly identify opportunities for moves and promotions.
There's a 'Principals of Leadership' course for anyone interested in stepping up. It includes collaborative decision-making and building team pride and purpose. And those already in leadership positions benefit from a 'Transformational Leadership' programme aligning with the company's 'Culture Canvas' principles. Topics include psychological safety, self-awareness and a leadership mindset.
Slack is the agency's heartbeat, with team members interacting on projects and industry developments to 'rate my plate' lunch sharing and parenting support. The office hosts' Crowded House' every Thursday to encourage social catch-ups, winter and summer company parties, and three work showcases a year to inspire and celebrate jobs well done.
Employees benefit from two bonus schemes. 'Made Born Bigger' is a performance-based annual cash bonus set against revenue goals, and 'Made Born Better' offers top-performing employees, voted for by the team, the chance to choose from a prize list including vouchers, new trainers, hotel stays and extra holidays.
Employees get time every week, month and six months to discuss their development. There's a clear progression framework so everyone can see the opportunities available and what they need to do to succeed. All staff have a learning and development budget and access to a learning library. There're also regular events on wellbeing and diversity.
Personal Development is a huge part of life at G3, with all employees encouraged to learn and develop both new and existing skills through a hands-on training programme. This aims to develop the next generation of G3 employees, whether straight out of high school, recent graduates or current employees looking to progress within their roles.
Colleagues can look forward to quarterly team events, as well as half-year 'all expenses paid' parties and regular Friday feasts. On the last Friday of each month, one team is given the chance to choose an activity of their choice, whilst those seeking sport can join in on Tuesday's 5-a-side football matches followed by beers.
G3 works closely with the Prince of Wales Hospice in Pontefract, participating in a number of fundraising activities whilst also donating a portion of its profits to the charity too. Since 2019, the company has also worked with chosen charity partner, Martin House Children's Hospice, donating £1 for every car sold.
The organisation asked its teams to have some fun and make videos to show how proud they are of what they do and the impact they have on our customers experience. It had a huge response with videos parodying Bake Off, M&S adverts, ABBA, game shows, Johnny Cash, and fairy tales.
VIVID’s internal talent programme targets non-managers who have a desire to develop into management. It has a rigorous selection process involving online tests and an assessment centre. It also has a job mentoring and rotation feature in the programme as well as virtual delivery of management skills by our own trainers.
The senior management recognise and reward employees across VIVID for living the values. Monthly winners of its Values Awards are communicated at the Let’s Talk VIVID monthly events and receive ‘love to shop’ vouchers. It also details the behaviours that the organisation wants all levels of staff to demonstrate in order to live its values.
Its attraction and retention strategies revolves around the importance of creating a workplace that is positive and purposeful and that fosters engagement. One way in which it secures such environment is to have strong leaders that are coached and developed to listen to people and to recognise and exploit their full potential.
It has now established a training team with its Learning and Development Lead and in-house Training Manager. They are dedicated to support the learning requirements of employees and teams. As it continues to build its learning culture, it has launched a number of learning platforms including LinkedIn Learning and Webshield Academy.
The Learning and Development Team are soon launching its new Management Development Academy to enable Trust Payments’ managers and leaders to develop the knowledge, skills, and attitudes to bring personal, team, and business success. It covers several modules including planning and organising, project management, problem solving, decision making, communication, and objective setting.
Robinwood Activity Centres develop children as individuals and as members of a team, with safety, enjoyment, and learning are priorities. It aims to respond to customer feedback to provide the best customer experience and to respond to staff feedback to create the best place to work.
Employees are selected based on their values and personal qualities. Having made this selection, it has extensive training opportunities to ensure they develop the necessary skills. All group leaders complete a 6-week induction training course before they take sole charge of any groups of children, during which they are supported by a buddy.
The centre runs a travel to work scheme which incentivises either walking or cycling to work. Staff can raise money for charity by either walking or cycling to work and entering details of this on the staff website. Robinwood make donations which amount to several thousand pounds each year.
Employees enjoy regular events, campaigns and activities thanks to the employee-led and award-winning health and wellbeing group 'Hapus.' It's organised 'Brunch & Babble' sessions, wellbeing walks, online bingo, men's mental health breakfasts and 'Walk in My Shoes' learning lunches to help people find out about experiences and backgrounds different to their own.
Staff now find it easier to identify and request training. They can highlight opportunities at any time rather than having to wait for specific points in the year. RHA supports technical and leadership development and encourages employees to attend networks and conferences. It's investing in training provision to increase the number of courses available.
Staff are involved in numerous projects and fund-raising initiatives. These include walking more than 20 miles to Cardiff to raise money for tenants' Christmas hampers, working with a local organisation to help young people learn construction skills and involving more than 400 people in health and wellbeing sessions, from community walks to chair yoga.
Quanta’s leadership encourage employees to live by company values through its rewards and recognition scheme ‘Qudos’. This recognises employees who exemplify the organisation’s values and is celebrated throughout the business. The senior management team live and convey the values through internal communications and employee reviews of gathering feedback on themselves.
It has introduced LinkedIn learning for those employees who have requested training in specific areas. It has also recently launched a new mentor programme where employees are paired with senior members of the business to mentor and guide them with professional advice, development, and or within a specialist subject matter.
During the last year, it has run collections for the local children’s ward – including an Easter egg hunt. Employees held a number of bake-off events in the office as well as taking part in the dragon boat race for its local hospice.
In April, it hosted its first Financial Wellbeing Week, highlighting the benefits it offers such as Westfield Health, Aviva Digicare, and its EAP. It has also hosted 'in-office' events such as Time to Talk Day and Brew & a Biscuit sessions to encourage people to come together to check in.
Peel provides a training library of events open to all employees to upskill within their role, from emotional intelligence to developing self-esteem and assertiveness skills. It also provides a Personal Development Plan (PDP) which are tailored to each individual, supporting their specific development needs. This reinforces its commitment to the growth of its people.
Employees took on the Great Manchester Run raising a total of £1,682 for Once Upon a Smile. Employees also took part in a special volunteering day to mark World Environment Day - encouraging worldwide awareness and action for the environment. It also plans to raise money at Tough Mudder and MacMillan Coffee Mornings.
Following feedback, the charity's top team are doing more to keep their employees in the loop. This includes monthly live Q&As, quarterly video updates on organisational priorities, regular emails and site visits. There's also a quarterly presentation to the leadership group cascaded to all employees via the 'TeamTalk' meeting pack for line managers.
Clinical teams get in-house CPD delivered by PDSA's own clinical experts, providing learning opportunities for subject matter experts and attendees. The charity offers around 20 placements for newly graduated clinicians, with staying on in permanent roles. And there are also apprenticeship opportunities for staff to develop their skills.
Around 400 managers and leaders are enrolled on a six-month leadership development programme covering practical and theoretical topics to help them better understand their teams and feel more equipped to lead them to success. Participants are encouraged to 'buddy up' to create a support network across the organisation once the training is complete.
Its holistic therapy service offers colleagues an opportunity for physical and mental wellbeing. All staff are supported and enabled to take time out within the week to access time for a range of therapies, which promote both physical and mental health agendas. Staff feedback from a short course of massages has been universally positive.
The organisation has introduced 'team in the spotlight' at its membership meetings. Open to all staff and community members, it encourages a deep-dive into a department and service to greater showcase and understand the work of the team along with challenges and good practice they have faced and developed.
As the company supports placements for healthcare professionals, an education and learning environment is evident across its services. Individual development requests are also encouraged. These are peer reviewed by managers, over 90% of personal study leave requests are supported immediately. In the last year, it has appointed two new roles of 'Professional Development' leads.
A dedicated health and wellbeing programme includes webinars, promotes awareness days, and shares healthy living tips on topics from finances to menopause and prostate cancer. Staff and their families also have private health care provision, including a 24/7 support line.
All employees can access a wide range of courses through the online learning management system, allowing them to learn at their own pace and at a time that suits them. There's a Future Leader Programme for managers, and each department has a training budget supporting staff to take courses aligned with their specific job roles.
All employees are given reusable coffee cups to help reduce the number of cups ending up in the ground. And the company has a dedicated 'ReUse shop' with items saved from landfill. It also uses the many donations of cutlery, cups and glasses in its own departments to keep them from buying new ones.
CEO Jamie and the leadership team regularly send out updates to the business outlining any changes. Additionally, every month in its Global Review meeting, there is a section called 'ask the CEO'. Employees can anonymously submit questions and have those answered and addressed in the meeting providing clarity for everyone.
InterEx Group has a generous commission structure and career pathways with reward schemes and incentive criteria for individual contributors and people managers in contract, permanent and delivery roles, as well as pathways for Talent Acquisition and Business Support Teams. It also prides itself in delivering world-class incentives, including trips abroad, monetary bonuses and vouchers.
Its own development program, ‘InterExcellence’, consists of 4 learning pathways. Engage ensures a smooth onboarding process. Enhance focuses on refining the initial skills needed to succeed. Excel is designed to equip those going through their first steps in mentoring. Elevate is a management development program, focusing on supporting managers to help the next generation.
Managers can give a gift voucher to any employee they feel has gone above and beyond. Employees are recognised and rewarded for their long service with the company from 5years+. The employee is allowed to choose a gift or voucher of their choice for the value of £150-£900 depending on their long service milestone.
As well as feedback to line managers directly and an employee survey, the organisation has two dedicated email accounts for employees to make suggestions and express concerns anonymously. All questions are read out and answered by the MDs every two weeks to maintain transparency and openly share concerns that other employees may also have.
HSO has an internal Learning Management System in place for all employees to access training courses. It uses the LMS to stay abreast of new enhancements to technologies, soft skills and industry updates. The LMS gives employees the flexibility to be able to learn on the go by accessing it on their desktops or mobiles.
The organisation runs a process: "SKIPs". The principle is that employees skip their line manager and provide feedback on the business to the next level up. This process was undertaken by the board of directors and every member of the organisation met with a director where they were asked for feedback related to its vision.
The organisation runs a Living Leader programme. It also provides bespoke training tailored to individuals, such as professional finance qualifications and technical training. One leader at Excalibur Communications is on an external leadership programme and the People Director is training in executive coaching.
Excalibur Communications has a charity committee called "Excalibears" who drive its charity fundraising, donations, and volunteering activity. The organisation recently participated in some grounds maintenance at a local hedgehog sanctuary. The organisation also matches any contributions made via the payroll on a monthly basis.
Staff can share how they’re feeling with monthly wellbeing workshops covering topics like mental health and menopause. They also have access to counselling services, massages, yoga sessions and a dedicated wellbeing app. And everyone gets private healthcare after two years. There’s also a ‘helping hand fund’ offering interest-free loans to anyone struggling to fund necessities.
Based on their feedback, staff now benefit from a revised bonus structure, with the personal performance element, which everyone got, now part of their basic salary. This has allowed for a boost in pension contributions and helps employees with mortgage applications. The bonus is now 100% based on company profit.
The company has reinvigorated its Diploma Academy to tackle a shortage of candidates – particularly paraplanners. The two-year course with a qualification at the end is open to school leavers, graduates and those who want to retrain. All exams and study materials are paid for, and they also get paid time off to study.
The company ensures its staff have the training to offer its clients the right advice and solutions, providing empathy and understanding. It employs specialist staff to deal with each stage of the customer journey. And employees undertake vulnerable customer training and training that ensures they embody the company's core values.
The company has an interactive Managing People training course, with group exercises and tests to check learning. It covers areas such as recruitment and selection, performance management, employment law and conducting one-to-ones. The Wellness at Work programme also supports managers in areas such a stress management and handling difficult discussions.
From Kiltwalks to bake sales, staff can always get involved in activities to benefit local and national causes. The company has also supported Motherwell's mental health programme and helped Celtic and Rangers support vulnerable fans. Employees have the option of payroll giving, and the company matches any funds raised for its chosen charity.
With medical and dental insurance, a healthcare cash plan, 24/7 access to a GP, sports clubs and fitness classes, staff are supported to stay well. They can also access a digital health support app to track their health, get personalised insights and recommendations and engage with others facing challenges like menopause, cancer or fertility issues.
Employees are recognised for the unique skills they bring. The firm focuses on helping them develop in areas they're good at and offering roles that play to their strengths and unlock their potential. Cooper Parry's L&D offer isn't just about sending people on courses but broader personal development, such as through board breaking and firewalking.
Being B Corp Certified cements the firm's commitment to the environment and society. It promises to volunteer 365 days a year, including a 'Community Day' where all offices close. Staff can help wherever they like or through the 'On Hand' partnership supporting local schools, hospices, homeless shelters, food banks, and the elderly.
Managers at Vaculug are supported in their development through various avenues, including: Training and Development Programs, Coaching and Mentoring, Leadership Development Programs, Performance Feedback and Reviews, Workshops and Seminars, Employee Assistance Programs, Networking and Communities of Practice, and Work-Life Balance Initiatives.
The organisation encourages employee growth through a number of initiatives, including: Individual Development Plans, Mentorship Programs, Internal Training and Workshops, Tuition Reimbursement and Learning Stipends, Job Rotation and Cross-Functional Projects, Internal Promotions and Succession Planning, Feedback and Performance Reviews.
Vaculug believes in fostering a culture of appreciation and recognising employees for their efforts. To create a unique and effective rewards programme, it has implemented the "Appreciation Adventure Program." This program goes beyond traditional rewards to provide employees with memorable experiences and opportunities to pursue their passions.
The company understands that quality time is crucial to overall employee wellbeing, and ensures that all staff have their birthday off every year. It shows gratitude to one star performer weekly by awarding them an all-expenses paid break at a luxury barn in the Lake District, including paid leave and £100 spending money.
To ensure that the company informs its colleagues, improvements, developments, and successes both big and small are communicated. It has an open-door policy and adopts a non-hierarchal approach to feedback. Is leadership team alternates weekly ‘Tea Trolley’ duties, providing opportunities to share ideas/feedback whilst delivering yummy treats.
It is keen to help employees develop and grow, and achieve their own professional and personal goals. Due to the nature of the service it provides, it relies on its colleagues’ strength and passion. When Health Assured was formed, demand for workplace wellbeing solutions was a shadow of what it would become.
During induction with Burger & Lobster, new starters across different restaurants collaborate and work together as part of their onboarding. The organisation has designated training locations which may be different from the employee's working location, which in turn provides an opportunity for employees from different sites to interact and engage with each other.
Burger & Lobster has made strides to communicate the vision, purpose mission and strategy across the business. This has been implemented at all stages of the employee lifecycle beginning at onboarding with the company handbook, Cracking the Code. All employees also attend the company induction which covers all things Burger & Lobster in detail.
The organisation promotes the development and growth of its employees. 100% of its Head Chefs, 70% of its GMs and 50% of its Assistant Managers are internally promoted. It has in place a talent review programme where all employees have one-to-one meetings with their line managers to discuss their professional development goals.
Company Directors and the Senior Management Team provide an open and honest approach by regularly visiting different locations so that all the team can benefit from consistent communication and support. All team members are kept up to date on news and achievements through the company intranet and monthly team newsletter.
The organisation is committed to promoting from within, ensuring that team members feel supported and understand the development opportunities available to them. Team members are encouraged to make training requests on a regular basis, and to support external training that will allow them to develop in their existing role or future.
Verdant Leisure encourages supportive peer management, and for all managers to talk to each other and communicate across teams. Verdant Leisure managers have an open door policy and their culture encourages managers to talk directly with the Directors if they have any concerns. The organisation continues to train Mental Health First Aiders across every location.
There is a dedicated team that focuses on mental health and overall wellbeing for all team members. The agency also offer all managers Mental Health for Managers training. This course includes modules that cover the fundamentals of mental health, diminishing stigma, and cultivating a sense of assurance when engaging in conversations with their teams.
The agency's underlying value is People First. By practising open communication, inclusivity, and providing channels for feedback and employee representation, it creates a supportive and engaging work environment. To encourage open dialogue, the organisation established an Ask the Board channel. This platform allows all employees to directly ask questions or provide feedback to board members.
Rocketmill has launched its Academy; a structured 3-month training programme across its 2 largest departments. Each attendee has a mentor and works through the same syllabus with the aim to complete a final test and be awarded a permanent contract. This programme has allowed the agency to nurture and grow talent.
The organisation encourages and supports any team building activities and clubs, from the four teams in the GA Pet Food Partners’ Football League to the Go Karting and Fishing clubs. This allows them to socialise and grow closer with their teammates and colleagues from other departments.
The organisation has a strong engagement with apprenticeships across various business areas. Currently, there are ten apprentices employed at different stages of their study programmes. These courses are conducted in collaboration with Runshaw College, Preston College, Southport College and St Helens College.
GA Pet Food Partners has established an Employee of the Quarter scheme, enabling colleagues to nominate their peers who have demonstrated dedication and exceeded expectations in their roles. This award serves as a means to celebrate colleagues’ accomplishments and rewards them with a £500 prize, to be used for a weekend getaway of their choosing.
The organisation has introduced Express-O-Coffee Chats to help keep team members connected. It also brings team members together in its fundraising activities, allowing them to work together to raise money for worthy causes. Cox Automotive now hosts bi-annual 'Town Hall Meetings' so teams can gather to hear updates, share ideas and collaborate as a team.
Cox Automotive uses a reward platform, GearUp. On the platform, is its recognition scheme, Gear Up Grand Prix. This could be a simple thank you card or financial recognition where anyone can nominate a team member. Winners receive £50 into their GearUp account where they can spend it on rewards.
The organisation offers Bitesize learning across the business which is an on-line training library offering topics such as leadership, personal development, IT skills, customer service and sales mastery. It also runs an Apprenticeship programme which offers Apprentices training in automotive & logistics, leadership & management, sales administration, technology & digital and business support.
Barbon Insurance Group use a bespoke Training and Competence scheme called ‘Pathway to Success’ as a framework to support development. The organisation also uses its Learning Management System (Build) as an intranet to house an array of information and where team members can go to access mandatory and elective learning, and to track CPD.
The organisation runs a management development programme call BIG leadership aimed at existing managers and aspiring leaders within the business that provides a strong understanding of the management role and develops the core skills that will help them to be a successful leader. Managers can earn their ILM Level 3 Team Leader and MBA qualifications.
The organisation has set a 5-year plan for growth, collaborating with team members, customers, and shareholders. This plan was shared with all colleagues and the leadership team, led by the CEO. The seven key objectives of the plan are discussed weekly in senior meetings and summarised for all employees in weekly updates from the CEO.
As well as a generous leave allowance, with extra days at Christmas and Easter, employees benefit from a subsidised fitness and wellness subscription, which gives access to classes, gym sessions and experiences worldwide. Discounted gym membership is also available through the company’s private medical insurance provider, alongside mental health support.
Interns are welcome at Brandpie. A new recruit is hired quarterly – bolstering the team in any department from design to project management. They get a ‘buddy’ and are involved in all aspects of project work, from insights and research to client presentations. They also have skills training in areas like communication and IT.
The company helps young people from underrepresented backgrounds get into managerial and leadership roles through a mentorship programme with the Aleto Foundation. And Brandpie’s supporting those affected by the war in Ukraine. This has included the London to Kyiv challenge, where its team walked, swam, cycled or ran a collective 1,340 miles for sponsorship.
The ‘Alchemmy Sport’ initiative encourages colleagues to participate in group running, football and squash sessions, with plans to add more activities. There are also ‘comfortable conversation’ sessions where mental health issues can be discussed in a group setting. And mental health first aiders are always on hand for one-to-one chats.
Employees now benefit from greater transparency around the competencies they need to progress through the ‘Grades Reimagined’ scheme. It splits everyone into sub-levels within their job grade, showing what they need to do to move up the grades. The initiative has involved benchmarking with recruitment agencies and across the marketplace.
‘Alchemmy Gives’ has been set up to help local causes. Alchemmists donated coats to the ‘WrapUp London’ campaign and ran a charity raffle raising more than £1,600 for Breast Cancer Now. And there’s a half-day company-wide volunteering session every year, with the last one supporting the upkeep of a community garden.
Employees are supported by a team of Mental Health First Aiders and a 24/7 Employee Assistance Programme for information, advice and counselling. The company has links to Sheffield Credit Union, meaning staff are helped to consolidate and manage any debt, including making payments direct from payroll. Vivedia also offers interest-free emergency loans to its employees.
As well as a pre-starting welcome gift, recruits are introduced to their company ‘buddy’ to help them ease into their new role. Every quarter, there’s a new starter event where joiners get a complete overview of the strategy and values and get to join others in the same boat for fun, team-building activities.
Employees are empowered to own their development. They're free to suggest courses or training relevant to their role or personal growth, and internal courses cover various behavioural, people and management skills. There's also coaching supported by personality profiling and opportunities for secondments, additional responsibilities and internal moves.
Everyone benefits from generous annual leave and flexible working with no set days in the office. Staff also get free healthcare – which includes 'staying well' initiatives, as well as an Employee Assistance Programme and a Cycle to Work scheme. In addition, all employees received £1000 to ease cost-of-living pressures.
During their induction, new recruits get time with the Managing Director to help them understand the company's history, vision and values. They also get to meet many key people from all levels, from the finance director to the admin team, to reassure them that there's always somebody on hand to help.
As it's a challenging process to become chartered and can take years to achieve, Tenos offers its employees expertise and project diversity to ensure they have the experience they need before they put in their Chartered Engineer applications. The company also has a formal mentor scheme.
In 2022, Stanton House raised over £20,000 through bake-offs, auctions, and physical challenges for Harry’s Hat. And it has raised over £67,500 for medical supplies and to help refugees escape the war in Ukraine, directly contributing to the evacuation of over 400 women and children.
Stanton House has a dedicated Learning & Development team and five development programmes specifically designed for different stages of its employees’ careers, and as 1:1 coaching sessions. It also provides companywide situational support workshops which supports its diversity agenda. Stanton House additionally supports employees by funding external qualifications and providing additional time off to study.
A large part of Stanton House’s success comes from the open communication it has with its teams. The organisation has appointed a Board-level Director of Change & Communications, whose remit includes inviting junior staff to participate in Board and Management meetings to ensure input towards discussions and decision-making from every level.
Millwood provides long-term employability initiatives which increase work prospects for marginalised groups, such as those with additional needs, ex-offenders and the LGBTQ community. Through these experiences, individuals receive their very own MeMovie - an evidenced-based, personally created video cv which is then shared with the UK community and its partners.
Leading by example is Millwood Servicing’s mantra, achieving this from its values of being ‘Honest, Open, Balanced, & Fair’ in everything it undertakes. Whenever the company receive invites to awards nights, client entertainment etc. The CEO, Matt always offers this out to the entire firm first, on many occasions giving up his place.
Offering careers not jobs, Millwood’s holistic ethos to personal and supported development ensures that every member of staff gets the chance they deserve. Offering 1:1 monthly check-ins across the firm, one example of this is its work with ex-military personnel and in 2021 it became an Armed Forces covenant member.
Non-sales staff are now rewarded for making 'sales' through a new initiative. Those who upsell to customers or successfully recommend a service are recognised on a gamification platform with cash rewards. This new way of working is helping the company better meet customer needs and improving the interaction between the sales team and frontline engineers.
A training programme for Team Leaders and aspiring ones – Lead 2 Succeed – is equipping colleagues with the right skills and knowledge to progress. It's so far helped four colleagues get promoted to these roles. A peer-to-peer mentoring scheme is also boosting confidence amongst technical engineers.
The Community Engagement Group organises fundraising events and volunteering days to support charities and community groups close to Telappliant's sites. Activities have included charity golf days, a virtual London to Paris bike ride, litter picks and career talks and reading days in local schools.
Teams have been holding meetings, one-to-ones, quizzes and celebrations over MS Teams. Using the broadcast feature, the new CEO held a meet and greet with all employees. Over 100 colleagues participated in the organisation’s live Q&A, reflecting how engaged its people are. It received extremely positive feedback and Target Group has held more since.
Its Aspire programme is designed to develop the capability of its future Leaders ensuring a smooth transition and enhanced performance in their future roles. The course principles are to create development opportunities, prepare employees for future opportunities, and increase the talent pool within the organisation. 50 individuals have completed the Aspire Development Programme.
Current and aspiring leaders are supported by Target Group through access to: Leadership Management Development and Performance Modules, which cover leadership soft skills, self-awareness, and interpersonal skills; High Potential Programmes, set over a 9-month period; and external qualifications through the organisation’s access to courses from The Institute of Leadership & Management.
Outside regular team meetings, the company is keen to ensure that no one feels isolated and that the spirit of One Meridian is maintained, as it is a geographically diverse business. As a result, several unofficial groups from across the business have allowed teams to interact in a fun and less formal way.
The sky is the limit for Meridian Business Support's staff. They believe you don't have to have previous experience to be considered for a role, what is more important is that you demonstrate that you have the right behaviours and attitude to give something a try and they will provide the support to develop you.
Ensuring staff wellbeing has always been a key priority, and a host of initiatives are in place to support this. In 2019, their Mental Health Awareness programme was launched, this has had a tangible impact on its culture and contributed to making it the open and supportive environment which it is today.
Employees working from home can expect regular check-ins to ensure they're working within their contracted hours and not using home working to manage their sickness. There are also open discussions on workplace loneliness, and celebrations always include remote workers, whether lunch allowances or virtual quizzes.
All employees can access a full-skill development platform via the HiB Academy. And every team member gets two hours a week during work time for their learning and development, recognising how tricky and burdensome it can be to juggle study with work and home life.
HiB supports charitable and community initiatives through its community panel. It uses its annual budget for various initiatives, from providing fencing and gates to boost security at a Warwickshire recreation ground to sponsoring kits for local sports teams. And it's provided complimentary products for homeless accommodation in Birmingham.
East Coast College have produced pulse surveys with action plans based on the responses to provide a better workplace for its employees. It has further implemented a suggestions and feedback form on the intranet which is reviewed by Management termly, and the CEO conducts listening groups each term with groups of staff.
The college recognises that all employees play a vital role in its success. Its Emerging Leaders programme, led by the CEO, usually has a cohort of around 15 staff members who aspire to become leaders. The programme focusses on self-awareness and development alongside core competencies in areas such as people management, including employment law.
All managers have the opportunity to participate in the management degree apprenticeship run by the college in conjunction with University of Suffolk. The college also runs Mental Health First Aid training each term for all staff and Emotional Awareness training for managers, teaching wellbeing intervention support.
Every team member can nominate colleagues who’ve gone the extra mile through the EW Allstars reward and recognition programme. It celebrates staff in four categories – 'Be Great', 'Be Amazing', 'Be Extraordinary' and 'Be Kind'. On ambassador approval, the nominees get money in their prize fund to spend with a host of retailers.
The ‘Yellow Dip’ induction (reflecting the uniform colour) includes the company history, mission, vision and values and a ‘walk and spot’ around the park. All new starters get a bespoke four-week plan, a ‘buddy’ to ease them in and branded items to make their lives easier, including water bottles and keyrings.
Employees are encouraged to suggest professional development opportunities to support their ambitions. Team members can benefit from bespoke learning courses like project management certification and Excel skills. There are also English classes for non-native speakers. The management team has external support to develop the skills and knowledge to build cohesive, results-focused teams.
Charles Tyrwhitt has implemented many sustainable measures to reduce its environmental impact, such as eco lightbulbs, making its brochures fully recyclable, and has offset its remaining emissions, making the business carbon neutral for the first time. It has also incorporated a "Plastic action group" who have reduced the amount of plastic used in its packaging.
Charles Tyrwhitt recognises the importance of development to its colleagues and has recently launched a new learning platform to give colleagues easy access to self-service learning and development material. To raise colleagues self-awareness it has taken the entire workforce through their individual "Insights" profiles, which will support their working relationships with each other.
Devoted to supporting the mental and physical wellbeing of its colleagues, Charles Tyrwhitt has a number of trained Mental Health First Aiders who are on hand to help and direct colleagues who find themselves in a difficult time. Providing personal support and multiple resources online means that everyone has access to the help they need.
Warner’s introduced “change agents” to ensure that actions based on feedback from staff were implemented. One team member from every area of the business was enlisted and progress was shared at monthly town-hall meetings. Another new initiative is giving paid half-days off to staff to give something back to the community.
During the past 18 months, Warner’s has invested in supporting personal growth through promoting self-awareness in preferred ways of working and discovering any potential blockers by using the Myers-Briggs Type Indicator. It has also run team days with a guest speaker.
The company focuses on positive biodiversity impacts in line with its "nature positive" mission. Initiatives include Operation Honeybee, a campaign launched with its Honeybee gin that aims to educate and engage stakeholders to join the company in finding ways of alleviating some of the pressures facing pollinators.
The agency’s values are fundamental to every activity. One of the key ones, “to leave the world in a better place than we found it,” can be seen in the Christmas party planning, where meals were donated to Crisis for every company one purchased. Agency profits have also supported a school build in Ethiopia.
The company takes a flexible, hybrid approach to office and home working. At the same time, it also recognises that more junior team members learn best from physically being around those with greater skills. As a result, staff at Account Manager level or below generally spend four days a week in the office.
Some employees have been with the business for more than 20 years, and others just a few months. This diversity creates a willingness to teach, train and share. With four of the five-strong management team promoted from within, there are plenty of opportunities to progress.
New starters get an induction session and ‘welcome box’ related to their new role, including a notepad, gloves, travel mug… and a sweet treat! They also get a buddy to support them while learning their new position. There are also plans for an ‘onboarding’ portal, bringing together helpful documents and FAQs.
The Group promotes internally whenever it can, supporting its people with training to gain the skills and confidence to go for the next level up. There are apprenticeship schemes and a graduate scheme giving individuals experience in the departments they want to work in. And the organisation will fund professional and degree-level qualifications.
Jigsaw Homes Group aims to be carbon neutral by 2050 through its ‘Be Zero’ sustainability plan. It has a sustainability coordinator who will deliver training to all employees during 2023 on how to be more environmentally responsible, such as through carbon literacy training, so they can channel this into their roles.
The agency's helping its employees through the cost-of-living crisis. There've been special salary increases for more than half of staff, and a senior manager-donated 'Energy Fund' offering a one-off, interest-free emergency loan to help with bills. There's also been a 'Talk Money' week with advice sessions, and staff have access to a free-of-charge financial advisor.
ITGers have "focus, spark and drive", and they're supported to realise their potential and hone their skills. Development opportunities include apprenticeships, management training and ITG's in-house digital and creative academies. The agency's Circuit programme rotates students around the business over 12 months to help them find their passion. Most go on to secure permanent roles.
The Enterprise scheme helps developing companies – often championing good causes – grow by volunteering expertise, helping them build a website, mentoring or leading workshops. The agency also chooses an annual charity to support with time, resources and cash. And its community team keeps its ear to the ground for local causes in need.
The agency goes big on Mental Health Awareness Week with yoga, resilience and gratitude sessions and British Sign Language workshops. And everyone got an experiences voucher "to do something awesome." DesignStudio has also worked closely with Mental Health UK to offer regular training on topics such as imposter syndrome and supportive conversations.
Monthly gatherings bring the team together in new ways, from a sound bath and meditation in the office to Zoom-hosted pottery workshops and a fancy dress tribute to David Bowie. There are also competitions, such as for the 'most steps', with the victor rewarded with a National Trust membership.
There's a generous yearly training budget split amongst teams ensuring everyone can benefit. There is also a growing mentoring culture, with 10 employees joining the Creative Mentor Network to learn how to be inclusive industry leaders to support those from disadvantaged backgrounds in getting a foothold in the creative industries.
The foundation makes sure that its values, which include "striving for excellence", "inclusive" and "trustworthy", are visible to all staff and it sets out to articulate a clear vision. Staff away-days and meetings are used to convey that vision and inform employees on how the charity is performing.
There is a learning-management system containing training resources to support staff development. Learning hours, which offer bite-sized training sessions, are delivered by internal and external trainers. A dedicated group discusses how learning can be promoted within the organisation and it was responsible for creating learning champions. The foundation also has a leadership development programme.
Benefits include 30 days' annual holiday, plus compassionate leave, generous maternity and paternity leave and sick pay, as well as time off for moving home or study. It offers a life assurance scheme, season ticket loans and a cycle-to-work scheme. Staff are also given three paid days off a year for voluntary work.
Cobalt wants everybody to achieve by setting realistic goals and targets. Its bonus scheme offers high financial rewards to all levels, including more junior ones. And there's a range of recognition awards with sought-after prizes, from a trip to NYC for Manager of the Year and a 'Dream Team Lunch' afternoon out for top performers.
A new People & Development Manager ensures employees know of all the opportunities available to them, from support to develop new business opportunities to taking the next step into management. There's also a mentoring programme pairing employees with a more senior colleague in another team to help build broader relationships.
Cobalt works with the Future Frontiers education charity. Its programme matches volunteers from the company with students from disadvantaged areas who may not traditionally have the same career opportunities. The project shows staff how to take the students on a four-week course to help them explore their options and broaden their horizons.
AppLearn always ensures the team has something to look forward to, from free on-site yoga and HIIT sessions to breakfast and healthy snacks. There's also a lunchtime walking club, regular competitions like monthly step count challenges, and a Tuesday night football team.
A dedicated talent acquisition partner has helped re-focus the hiring process. This has included a better understanding of unconscious bias, communicating with candidates in a structured way to reduce stress and anxiety and launching schemes and internships to boost workplace diversity, including women in tech roles.
Each department has a training budget for staff to build skills, attend courses and achieve qualifications. For employees keen to gain experience and skills in certain areas, there's the opportunity to get involved with wider business projects. For instance, staff wanting to build confidence in public speaking can present to the company.
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